L’identification et la réduction du risque dans le management de projet

Mémoire Entreprises & gestion Management organisation

Date de publication :

12/01/2007

Langue :

Anglais

Format :

.doc

Nombre de pages :

56 pages

Niveau :

expert

Consulté :

13 fois

Avis client :

non évalué

Validé par :

le comité Oboulo.com

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Sommaire :

Sommaire

Literature review
1. Introduction
2. Chasing the risk
3. Professional bodies' contribution
4. Conclusion
Success and Failure in Project Management
1. Introduction
2. Measuring the project's outcome
3. Conclusion
The Identification and Reduction of the Risk
1. Introduction
2. Risk management
3. Riskman methodology
4. A case of risk management

Résumé :

The main goal of this report is to discuss the identification and reduction of risk in project management; the report will approach both the tools and techniques of risk management and its importance. The amount of failure among large, medium and even small projects is such that the topic of risk analysis and management raises a number of questions. Among those, one could ask whether companies are really aware of the different methods and techniques available today; or whether too many projects still lack a well thought out risk assessment due to lack of qualified project managers. Another question could also be whether further research is needed to complement what currently exist. This article does not intend to answer directly all the questions, but rather to review and explain the context, the benefits and the importance of risk management.

Many projects fail for unforeseeable or unavoidable reasons (Chapman and Ward). Yet, many projects fail also for avoidable reasons. One of the most important things all Project Managers have to keep in mind is that every project bears risk. The element of risk, although bearing a few different definitions, ends up with the same meaning for everyone. Any potential threat or chance of negative consequence that may prevent the Project Manager from achieving the objectives can be defined as risk. The PMBOK Guide 2000 gives a more formal definition, which is an uncertain event or condition that, if it occurs, has a positive or negative effect on a project objective (PMBOK Guide, 2000, p127). From start to completion there will always be a chance that some unexpected events may occur, and prevent the outcome from being a full success. These events are the root cause of the risk the project bears (Chapman and Ward), and can be managed in such ways that the project can pursue its goal within the performance triangle. Knowing this, taking pro-active action to control or manage the risk at a very early stage is the key to go through the project life cycle with a much greater probability of success. As we will see further on in the report, neglecting the risk while embarking of projects will most of the time lead to failure, whatever retrospective fire-fighting action taken at any stage.